DX Infrastructure Manager

The Spotlight Approach to Service-Driven Management: Workshops Illuminate the Path to Success

By Steve_Harvey posted 08-08-2017 05:59 PM


For many customers, the process of building meaningful services models in CA SOI can seem daunting. They encounter numerous challenges, such as issues with the underlying domain management layer and/or deploying multiple services with generic data sources, which leads to poor results—and even poorer adoption.


After witnessing this scenario a few times myself, some of my UK-based colleagues and I got together to find a way to make our customers’ journey along the service-driven enterprise management path easier—and more rewarding. We developed what we call the Spotlight approach, a series of four workshops that starts with a CA Services team gaining an understanding of the business significance of various services and ends with a fully configured CA Service Operations Insight (SOI) model.


For this approach to be effective (that is, enable customers to realize their vision of service-driven enterprise management), each series of workshops shines a spotlight on a single critical business service selected by the customer. You may conduct workshops for a few services in parallel, or you can do them sequentially.


The CA Services team leads four one-hour Spotlight workshops that together give a full picture of the service, from the business down to individual IT components. (As a point of information, Spotlight workshops are not designed to focus on technical debts such as component upgrades, unless they are essential to improving the service model. And any new monitoring requirements need to be acute to the service model we are building.) Here are more details about each workshop:


  • Workshop 1—Business: We establish the nature of the selected service, who uses the service, its purpose and why it’s critical to the business. Attendees include a CA Services architect, the customer’s service product and/or business owners and the customer’s service catalogue owner.
  • Workshop 2—Incident/Problem Management: We discuss the current health and technical makeup of the selected service. This leads to better understanding of how supporting applications fit together, what the critical access points are, and general characteristics and behavior. Attendees include a CA Services architect and the customer’s incident/problem manager and operations manager/lead.
  • Workshop 3—Operations: We examine how the service and its applications are managed day to day. By understanding current methods and challenges, we can determine the best way to represent the service in CA SOI. Attendees include a CA Services architect and the customer’s operations manager/lead and lead operations technician.
  • Workshop 4—Technical: A deep technical dive into the as-is state of monitoring. We use the knowledge gained here to develop technical recommendations and prerequisites required to on-board the selected service to CA SOI. We also use it to produce a project plan and estimate deployment deliverables. Attendees include a CA Services architect, CA senior consultant, and the customer’s systems engineer for monitoring tools.


Once the plan is complete, we draw up an estimate of effort and prerequisites. The next step is to execute the plan and promote the model into production.


In my experience, the Spotlight approach illuminates the customer’s path to success by maturing the customer’s monitoring capability and delivering real value quickly and effectively.


Inquiring minds want to know: What have you challenges/successes been in building meaningful services models in CA SOI? Please share your experience below.



08-15-2017 03:37 PM



You make  a great point here, required outputs play a major role in the creation of services. The use of multiple service models is also common to address the requirements of different audiences.



08-11-2017 08:59 AM



Yes agree, investigation at different levels within an organisation is essential to tease out the detail that will deliver the best models.



08-11-2017 08:53 AM

I couldn't agree more Alex. One should start by explaining what a (Business) Service is in the broadest sense of the word. That's why it is so important to talk to the right people in every stage of the Service Model creation. A Service Level Manager will have a need for different information coming from the model as an Operations Manager or Engineer for that matter. During this whole process what should not be forgotten is not only what and how the Service Model represents status at any time, but also how to provide accumulated output via reporting. To achieve such goals you could actually end up creating multiple Service Models.

08-10-2017 06:06 AM



I agree, there is an element of the 80/20 rule in what you say, an age-old challenge I think.




08-10-2017 05:39 AM

The hardest block on the road is a mental one: Customers easily understand that an SOI service can never achieve a 100% representation of a living business service. That's a fact. What's wrong is the conclusion that many customers make: If we cannot map it 100%, then we are reluctant to start, knowing we will actually never arrive. In dozens of SOI classes I have told my customers: "It's true, you might not arrive. But you'd be about to sacrifice the 90 percent of tremendous business insight improvements because you are conjecturing you might not be able to give the remaining 10 percent a finish for which there is, anyway, no technical need..." In other words. The key is understanding Service modelling as the critical process instead of a static services concept.